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Fighting Hunger Together: The Basics of Volunteer Management

Modeled on our popular webinar The New Volunteer Manager’s Toolkit we’ll discuss all of the basic program components from volunteer handbooks to creating a comprehensive volunteer retention plan popular in volunteer engagement, but with a focus on the needs of hunger relief organizations. This webinar was originally designed for new volunteer managers, but even seasoned professionals can learn something new.

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VolunteerMatch Overview
“VolunteerMatch strengthens communities by making it easier for good
people and good causes to connect.”
92,045 nonprofits… 76,433 Active Opportunities…. 6,773,333 referrals since 1998
• VolunteerMatch has been around for 14 years, and is the top-ranked website for online
volunteer recruitment and employee-volunteer programs
• Our Learning Center offers over 20 webinar topics focused on volunteer management
and VolunteerMatch tools, serving an audience of over 6,000 attendees each year

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VolunteerMatch & Walmart:
Fighting Hunger Together
What are our goals?
• Support nonprofit organizations that are working to end
hunger in local communities.
• Provide hunger relief organizations with the resources
they need to deploy, manage and expand their volunteer
engagement program.
• Support, train and share best practices for engaging
volunteers, and creating a multi-faceted relationship with
volunteers – donors, advocates.
• Increase visibility of the need for volunteers at hunger
relief organizations.
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Today’s Goals and Outcomes
• Define a successful volunteer program
• Introduce common volunteer engagement program
components
• Discuss the importance of risk management
• Best practices for retention
– Keep the volunteers you already have
• Effective recognition strategies
– How do you say Thank You?

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Successful Program Characteristics
Apply and integrate qualities for success
• Knowing your volunteers
– Initially and ongoing.
• Completing your due diligence
– Risk management, but also a chance to better know your
prospective volunteers.
• Making sure you’re all on the same page
– Does everyone - volunteers, staff, clients – know what’s
expected of them? Is it written down? Has everyone agreed to
follow the rules?

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Common Program Components
Not all programs need each component, but each
component should be evaluated regularly
• Job Descriptions
– Well thought out, detailed, comprehensive
• Recruitment Plan
– Where and when, but most importantly why. Targeted message
for each channel. Marketing!
• Application
– Contact information, but start to get to know your volunteers
“why do you want to volunteer at the library?”

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• Interview
– Build on the application questions. Ask about skills, interests,
experiences – are they a good fit?
• Orientation
– An opportunity to share what you do and why you do it. Introduce
the culture, policies, procedures. Can be one on one.
• Training
– What does a volunteer need to know to be successful?
Common Program Components – cont.

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• Policies and Procedures Handbook
– Begin with applicable HR policies. Determine what other policies
need to be included – start with instances where things went
wrong. Include conflict resolution, dismissal or termination
procedures.
• Acknowledgement Form
– I acknowledge that I have been given a copy of the Volunteer
Handbook…
• Memorandum of Understanding/Agreement Letter
– Specific for each volunteer/volunteer position. Identifies the who,
what, when, and for how long. Use to reinforce the most
important policies and procedures.
Common Program Components – cont.

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Let’s talk about risk.
All the pieces in your volunteer engagement program need
to do one thing…
Protect your
• Program
• Volunteers
• Staff
• Clients and Patrons
• Organization
from all of the things that could go wrong – to manage risk.

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It’s not just about risk.
Volunteer management is about identifying
potential and making the perfect match.
• Provide meaningful work for the volunteer
• Create work that’s important to the organization
• Find the right fit
• Make good use of skills and talents
• Build and maintain personal relationships

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Keep the Volunteers You Have
Why do some volunteers leave and others stay?
• Difference in expectations
– Organizational culture
– Work v job description
– Time commitment
– Communication and style
– Program support and training
– Motivation and philosophy
• Maintain the relationship
– Identify and address signs of disengagement
• Volunteers have lives, too. You can’t plan for life.

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Saying Thank You
How a volunteer wants to be recognized is unique
to each volunteer.
• Ask!
– Survey, questionnaire. What would they like to do, learn, see?
• Recognize professional work in meaningful ways
– Credit, public acknowledgement, portfolio
• Don’t underestimate a heartfelt, handwritten note
– Created by clients or staff

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Sample Documents VolunteerMatch 2013
Sample Position Description
Title: Kitchen Assistant
Department or Team: Kitchen Staff
Responsible to: Kitchen Assistant Coordinator and Head Cook
Works With: Kitchen staff (paid and volunteer) and Head Cook
Description of Role: This position assists the Head Cook with general kitchen tasks such as food preparation
and tool and kitchen clean up. By providing this service this position supports the organization’s ability to provide
a healthy hot meal to clients. The Kitchen Assistant will also have the satisfaction of knowing that he or she has
fed hungry members of the community, and brought a much-needed service to clients.
Primary Responsibilities:
 Assists the Head Cook with food preparation as requested.
 Assists the Head Cook in properly labeling, covering and storing unused food after each meal.
 Assists the Head Cook in cleaning food preparation areas and equipment.
 Assists the Head Cook as requested in inventorying and stocking food products and supplies.
 Busses and resets tables in the dining room following meals, as requested.
Secondary Responsibilities:
 Complete initial and ongoing training for Kitchen Assistants including Safe Knife Handling Checklist.
 Wear appropriate clothing, keep hair covered and wear closed toed shoes when working in the kitchen.
 Use good judgment around coming to volunteer when ill.
 Sign in and out for each shift.
 Report any concerns or conflicts with other Kitchen staff to Volunteer Coordinator.
Skills/Qualifications Needed:
 Basic food preparation skills helpful.
 Able to regularly life 20 pounds and stand for 3 hours.
 Ability to work with a team and follow the direction of the Head Chef.
Desired Experience:
 Previous experience as a home cook or commercial kitchen.

Training:
Initial training and orientation will be provided, as well as additional support and training to be developed as
appropriate.
Time Commitment:

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Sample Documents VolunteerMatch 2013
3 hour commitment per shift – number of shifts per month flexible
This document is a sample only. Please refer to your County or Jurisdiction for appropriate, approved
language.
Volunteer Confidentiality Agreement
I agree not to divulge any information or client records regarding persons who are receiving services or other
assistance from the Organization or who are otherwise involved in my volunteer services. I recognize that
unauthorized release of confidential information may make me a subject to a criminal action.
1. Client Records
Client records are strictly confidential and are disclosed only to the client, unless a valid subpoena is presented.
2. Information
All employees and volunteers must protect each client's right to privacy with respect to information sought or
received, and services provided.
Volunteer Responsibility
All employees and volunteers are required to protect each client’s right to privacy. This applies to records kept
for the purpose of identifying clients as well as materials presented solely for reference purposes. Volunteers
working at any Organization location must sign and adhere to this policy of confidentiality.
Client records are strictly confidential and are disclosed only to the client or parent or legal guardian of a minor
who is a client, unless a valid subpoena or warrant is presented. If a subpoena or warrant is presented, a
supervisor should be notified immediately.
Volunteers who are granted access to the organization’s online computer system in the course of their work are
asked to strictly maintain the privacy of all clients by not divulging any personal information to anyone other than
organization personnel.
As a organization volunteer, I understand and agree to the “Confidentiality Policy” as described above. I also
understand that violating this policy may result in possible dismissal from my volunteer position with the
organization.
________________________________ __ _________________________________
Volunteer’s name (please print) Signature date
Received by: ___________________________________ _______
Staff Member date

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Acknowledgement of Receipt of Handbook
I acknowledge that I have been given a copy of the Organization Volunteer
Booklet. I understand that this Handbook summarizes the Organization’s
volunteer guidelines, and that it is furnished to me solely for my information.
I further understand that volunteering with the Organization is not for a
specified term and is at the mutual consent of me and the Organization.
Accordingly, the Organization or I can terminate the volunteer relationship at
will, with or without cause, at any time.
I further understand that the statements contained in the booklets are not
intended to create any contractual or other legal obligations. I also
understand that the Organization may modify or rescind any of its policies, or
practices described in the Handbook at any time, except for those policies
required by law.
I acknowledge that it is my responsibility to read and become familiar with
the contents of the Handbook.
Volunteer Name (Printed)_______________________
Volunteer Signature _____________________________
Date ____/____/_______

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Thank you for volunteering with the Library!
About the Library
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dignissim eget at felis. Suspendisse potenti. Cum sociis natoque penatibus et magnis dis
parturient montes, nascetur ridiculus mus. Morbi pulvinar ullamcorper lorem, sagittis dapibus
erat posuere ac. Sed fermentum, lorem vel sagittis pulvinar, orci purus porta nisl, in tincidunt
est nulla non risus. Mauris tellus ante, semper sit amet ornare ut, elementum eu tortor. Sed
scelerisque fermentum lectus ac dignissim. Praesent eu odio justo, egestas tristique velit.
Maecenas malesuada vehicula quam ac iaculis. Nam dignissim sagittis diam. Curabitur tortor
urna, dignissim et consectetur in, aliquet a sapien.
About the Handbook
This handbook is designed to introduce you to the Library and to provide a basic overview of
the policies and procedures which provide all of us – paid and volunteer staff – with guidance
and direction. Much of the information contained here is identical to the information contained
in our Employee Information Handbook. As a volunteer staff member we extend to you many of
the same rights as paid staff with regards to the work environment, necessary job training,
supervision, evaluation, and recognition.
In return we expect you to honor your commitments to the Library, respect other staff
members – both paid and volunteer - and perform your assigned duties to the best of your
abilities.
As our organization grows and changes, there will be a need to modify the policies, practices
and other information described in this Handbook. When such changes occur, you will be
notified by an announcement or update. It is your responsibility to keep your handbook current
and to be informed about policies and changes that affect you.
If you have any questions or need any clarification of the information contained in this
handbook please contact the Volunteer Program Manager.
POLICIES AND PROCEDURES
Attendance and Absenteeism
As a volunteer staff member we depend on you to complete your scheduled shifts. We do
understand that from time to time certain situations may arise that prevent you from doing so.
Please alert the Volunteer Program Manager of any scheduled absences – such as vacation – as
far in advance as possible so that an appropriate substitute may be found. In the event of an
unscheduled absence – illness or emergency – please alert the Volunteer Program Manager as
Sample Handbook Page 3 VolunteerMatch

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soon as possible, preferably before your scheduled shift begins. If absenteeism becomes
excessive your volunteer relationship with the Library will be reevaluated.
Reviews or Progress Reports
Many volunteers consider volunteer work as a transition path to nonprofit employment, or as a
great way to develop new professional skills. If you are interested in pursuing this course the
Volunteer Program Manager will help you establish goals, and will provide progress reports or a
review as requested.
Volunteer Personnel Files
Your personnel files are confidential and consist of written documents retained by the Volunteer
Program Manager. The volunteer’s personnel file can be only reviewed by the volunteer, the
President, the Chief Operating Officer (COO), and the Volunteer Program Manager.
This file contains basic contact information and records about your volunteer service with the
Library.
Representing the Organization
Volunteers are only authorized to act as a representative of the Organization if specifically
tasked with this responsibility in your volunteer job description. Please consult with, and receive
permission from, the Volunteer Program Manager before engaging in any actions which may
affect or hold the organization liable including but not limited to, public statements to the press,
signing contracts or entering into financial agreements, or lobbying or forming partnerships with
other organizations.
Ending Your Volunteer Service
You may resign from your volunteer service with the Organization at any time. We request that
you notify the Volunteer Program Manager ideally two weeks prior to your departure and
request that you complete the Exit Interview process.
Disciplinary Practices
The following guidelines may be used in some instances at the sole discretion of the Library:
Step 1: Oral warning with documentation in the individual’s personnel file.
Step 2: Written warning to individual and copy to personnel file.
Step 3: Written warning with suspension – documentation to personnel file.
Step 4: Termination/Dismissal
These guidelines are based on cumulative infractions, regardless of whether the infraction is of
the same general nature as a previous warning.
Sample Handbook Page 4 VolunteerMatch

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The use of these disciplinary practices in no way alters the fact that your volunteering with the
Library is “at-will”.
Problem Solving Procedure
When a group of people work and volunteer together, problems may arise. It is important to all
of us that such problems are solved as quickly as possible. Occasionally, however, it may be
necessary to investigate certain problems in greater detail. Our problem-solving procedure
provides you with the opportunity to have a review of any problem, dispute, or
misunderstanding that arise during in the course of your volunteering.
Step 1: You may submit a problem in writing to the Volunteer Program Manager within
three (3) working days after the problem becomes known to you, He/she is interested in the
solution of any The Library problem you, as a member of the team, may have. He/she will
attempt to resolve your problem at this initial meeting. If unable to reach a mutually agreed
upon settlement, the Volunteer Program Manager will investigate the situation further, and
within three (3) working days, meet you to give his/her final answer in writing. If you are sill
not satisfied, then you may request a Step 2 meeting.
Step 2: This step consists of submitting, in writing, the problem to the COO within three
(3) working days of receiving the Step One response. The COO will schedule a meeting with
you and the Volunteer Manager as soon as practicable. At this meeting the COO will attempt to
resolve the problem, if he/she is unable to do so, he/she will provide you with a written
resolution within three (3) working days. This will be the final determination.
Dismissal
Dismissal of a volunteer is a serious consideration. Before a volunteer is dismissed attempts to
reconcile the solution will be made including a meeting between staff and volunteer(s) involved,
the Volunteer Program Manager, and, if appropriate, the COO. Dismissal of a volunteer may
take place if a volunteer is unreliable, irresponsible, disruptive, demonstrates inappropriate
behavior, or fails to adhere to the policies and procedures of the Library.
Exit Interview and Exit Checklist Process
We encourage all volunteers to participate in an exit interview before leaving the Organization,
regardless of your reason for leaving. You may also request a letter of reference or referral at
this time.
The exit interview is your opportunity to communicate your views about the position, your
department, management, the operations of the company, and any other relevant information
you feel it is important for us to know.
The appropriate persons will contact you to arrange an exit interview and an exit checklist
meeting.
Sample Handbook Page 5 VolunteerMatch

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Termination procedures are only guidelines and do not constitute a legal contract between the
Library and the volunteer, as arrangement is by mutual consent.
Confidentiality Agreement
Due to the nature of the work you may be doing as a Library volunteer, you will be asked to
sign a confidentiality agreement. We expect you to abide by the Library’s rules and regulations,
and by signing this document you acknowledge that you agree to refrain from the unauthorized
use or disclosure of any proprietary information.
Policy Against Harassment
The Library is committed to maintaining a work environment free of unlawful harassment. The
Library policy prohibits harassment based on sex (including sexual harassment, gender
harassment and harassment due to pregnancy, childbirth or related medical conditions) and
harassment based on race, religion, creed, color, national origin or ancestry, physical or mental
disability, medical condition, marital status, age, sexual orientation or any other status
protected by federal or state law or local ordinance or regulation. All such harassment is
unlawful. The Library’s policy applies to all persons involved in the operation of the Library
(both employees and volunteers) and prohibits unlawful harassment by any volunteer/employee
of the Library including supervisors and co-workers.
Examples of sexual harassment may include, but are not limited to:
• Physical, unwelcome touching;
• Verbal conduct such as epithets, derogatory jokes or comments, slurs, or unwanted
sexual advances, invitations or comments;
• Visual conduct such as derogatory and/or sexually oriented posters, photography,
cartoons, drawings or gestures;
• Threats and demands to submit to sexual requests as a condition of continued
employment, or to avoid some other loss, and offers of employment benefits in
return for sexual favors;
• Inappropriate conduct or comments consistently targeted at only one gender, even if
the content is not sexual;
• Retaliation for having reported or threatened to report sexual harassment.
This behavior is unacceptable in the workplace itself and in other work-related settings such as
business trips and business-related social events.
Smoking
In response to state and local laws and building code, smoking is not permitted in our office.
This includes private offices and other common areas.
Sample Handbook Page 6 VolunteerMatch

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Pets
Pets (dogs, cats, reptiles, birds, and any other type of live animal), although beloved, are not
allowed in the workplace due to building regulations. This rule does not apply to service
animals.
Solicitation
Solicitation by non-staff members for any reason on company property is not allowed.
Employees/volunteers may solicit or distribute literature for various groups, organizations for
reasons including charitable ones.
Substance Abuse
The possession, use or sale of illegal drugs is never acceptable in our business environment.
Also, the abuse of prescription and over-the-counter drugs and alcohol can compromise your
job performance and conduct.
We recognize that substance abuse can be successfully treated. Seeking help or assistance is
not considered grounds for discipline, but refusal to get help in certain
circumstances may be. It is your responsibility to get professional help to improve your
performance or conduct.
Privacy in General
Whatever you put on a Library computer, including email you send and receive, and software
you install, could have been seen/read by someone other than yourself or your intended
receiver. Emails and anything else generated or stored on the Library computers are company
property.
Email and Voicemail Usage
The Library email system is intended for business use. Personal correspondence should not be
abused. Like email, voicemail can be listened to by someone other than yourself or your
intended receiver. Anything you put or receive on the Library voicemail is also company
property.
Sample Handbook Page 7 VolunteerMatch